Our speakers will discuss which factors help build a long-term, sustainable business. How do companies rise above quarterly obsession, and market volatility to focus on building long-term core strengths that create strategic differentiation and superior value? How do companies ensure a progressive corporate culture and an innovative mind-set to solve the trickiest of challenges? How does a company become the “best” in its sector?

Panel Discussion

Ms. Barbara BurgerPresidentChevron Technology Ventures

Chevron Technology Ventures pursues innovative business solutions and externally developed technologies that have the potential to improve Chevron’s base business operations, and champions their deployment and adoption into Chevron.

Burns & McDonnell is a 100%-employee-owned, full-service engineering, architecture, construction, environmental and consulting solutions firm. With over 5700 employees, it is ranked on the 2017 Fortune "Top 100 Companies To Work For" list.

Mr. Rick GravesChief Executive OfficerSaulsbury Industries

Saulsbury is a national leader in providing engineering, construction, fabrication and services to heavy industrial clients across a wide range of industries: Gas Processing & Treatment, Refining, Petroleum/Petrochemicals, Power (Fossil & Nuclear), Manufacturing, and Terminals/Logistics.

Dr. Latha RamchandDeanBauer College of BusinessUniversity of Houston

Named after Ted Bauer, who endowed a $40 million gift, the Bauer College is ranked among the top 60 business schools worldwide. It has been ranked the best entrepreneurship program in the US for many years. The college enjoys a global reputation and attracts students worldwide.

Mr. Andy SallisPresident Global Oil & GasAECOM

AECOM is an American multinational engineering firm that provides design, consulting, construction, and management services to a wide range of clients. AECOM has approximately 87,500 employees, and with revenues exceeding $17 Billion, it is number 156 on the 2016 Fortune 500 list.

With revenues of $7.5 billion and a market cap of $13 billion, CenterPoint Energy is a Fortune 500 electric and natural gas utility serving over 5 million customers across multiple states. The 7700 people strong CenterPoint Energy also owns a majority stake in Enable Midstream Partners.

With a 2016 backlog of $18.5 billion, and revenues of $10.7 billion, CB&I is a global provider of technology and infrastructure for the upstream oil & gas, downstream oil & gas, liquefied natural gas and power end markets. With its worldwide administrative offices in Woodlands, Texas, the CB&I team includes 32,000 employees.

How do these giant companies and enormous organizations develop and execute strategy? What is their strategy development process, is it formal or informal? How much time and effort do they spend on developing strategy? Given the volatile market conditions, is strategy development worthwhile?

Should and can cyber security be a strategic advantage? What are the underappreciated financial and operational risks of mismanaged cyber security? How do you mitigate business and social risk by deploying a cyber security strategy? How do you manage tradeoffs to minimize customer impact? What are the organizational challenges of implementing a cyber security strategy, what are the internal risks? Is cyber security an afterthought in corporate strategy discussions or at the forefront?

We are evaluating the discussion topics for this year’s symposium. We will add/change the topics based on the feedback of our panel speakers and registrants.

• Commerciality: Do supply chain teams pay enough attention to commerciality, do they understand and appreciate it? What can supply chain do to enhance commerciality?

• Simplification: Has supply chain become complicated and bureaucratic, or is it as nimble as we would expect in a complex environment with huge risks? What are the opportunities for simplification and the ramifications? What do we need to do create leaner supply chains across the board?

• Relationship Side of Supply Chain: Supply chain emphasis is typically on numbers and contractual compliance. However, relationships, the softer side of the business, can be an important factor in supply chain performance. How should supply chain cultivate its internal and external relationships? How should supply chain enhance relationships with its own team members and potential recruits?

• Supply Chain Engine: How is the engine of supply chain changing in the trenches? What grass-root level initiatives are taking hold?

• Cross Functionality: How should supply chain professionals market themselves to land other functional roles in the corporation and succeed in those roles? How do they then make the transition back to supply chain if they so desire?
What are the processes and organizational structures that will allow supply chain to create maximum value?

Senior Vice President Global Business Development
Process Plants & Industrial Business Unit Wood Group Mustang

Selling in a favorable environment is a challenge. The challenge is exponentially greater in a downturn. What are the ideas and approaches to not just survive, but thrive in a downturn? Is that even possible? How should companies modify their sales strategies, sales processes, and sales training to drive sales in a downturn? Come join us to participate in this critical discussion, and share your specific challenges, solutions, and viewpoints.

Strategic Summit

"Oil Shocks from the Past & Lessons for the Future"

Tuesday, March 22, 2016 • 11:30 AM to 1:30 PM

Petroleum Club, 1201 Louisiana, Downtown Houston

Speaker

Mr. William Maloney

Former Executive Vice President
Development and Production North America

The Houston Strategy Forum is bringing together a diverse group of thinkers in the Oil and Gas industry to generate a substantive discussion and brainstorming around the theme of reinventing efficiency.

Oil price volatility is back with a vengeance, and the future portends faster and higher amplitude cycles. Does the Oil and Gas industry need a fundamental efficiency reinvention? How must companies reinvent their technology, processes, systems, organizational design, culture, and collaborative models to optimize present conditions and position themselves for the future? What are the breakthrough ideas?

Strategic Breakfast

How Oil and Gas Can Restore
Profitable Equilibrium
in the North American Market?

Prioritizing and balancing between the strategic and operational perspectives about IT is an intriguing endeavor that requires careful consideration and the right vision for IT's role in the corporation's strategic and competitive advantage.

Last year the Houston Strategy Forum invited five top CIOs in Houston to discuss strategic IT. This year we are inviting the CFO and CIO from Phillips 66 to hear both sides of the discussion.

We are excited about this rare opportunity to have both the CFO and CIO in the same room discussing IT. Please encourage your management team to come participate in this important discussion.

• How have supply chain organizations rewired themselves for the downturn –what are the long-term fundamental shifts? What are they learning to prepare for the future? How efficiently will they scale when the upturn materializes? What are the processes and organizational structures that will allow supply chain to create maximum value?

Strengthening alignment between Operations and Supply Chain
• Deep alignment and coordination between supply chain and operations is a continual challenge. What fissures has the downturn created between operations and supply chain? Is the downturn providing an opportunity and greater bandwidth to focus on strengthening the alignment? What do future alignment models look like?

We build on the discussion from our 2014 Supply Chain Symposium, where we invited operational and supply chain leaders to discuss alignment.

Strategic-Members Round table

Friday, July 17, 2015; 11:30 AM - 1:00 PM Petroleum Club

This event is exclusively for Strategic Members.

Operational Excellence

At our last summit held in May, we discussed the topic of operational excellence. This round table discussion for Strategic Members will continue the discussion deeper. Is operational excellence a strategy or a core philosophy? What are the various dimensions of operational excellence? How does a company execute operational excellence and make it part of the culture? How do you measure operational excellence?

This private discussion between Strategic Members is to compare notes, share stories and lessons learned, plus ask for ideas and advice from peer members.

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Theme: Downstream Operational Excellence

Thursday, May 28, 2015, Petroleum Club (Total Plaza)

Speaker

Mr. Greg C. Garland

Chairman of the Board and Chief Executive Officer

Phillips 66

What are the major imperatives for operational excellence in the Oil and Gas industry's downstream business. What are the key areas of focus and how are companies driving improvements in operational excellence? How will those efforts produce results and in what time frame?

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Theme: The Future of the Shale Revolution

Thursday, April 23, 2015, Petroleum Club

Mr. Steven L. Mueller, Chairman, CEO, Southwestern Energy

Shale resources have led the US oil and gas production revolution in the last five to seven years. What is the future for shale resources? How has that future changed given the recent decline in commodity prices. What are the ideas that will further increase efficiency and production from unconventional resources?

COMPLEX SALES STRATEGIC SYMPOSIUM

Tuesday, March 31, 2015, 11:30 AM to 5:00 PM, Petroleum Club

Panel Speakers

Mr. John Slater, Vice President of Sales The Americas, United Airlines

Mr. Shawn Doherty, Global Commercial Director, ERM

Mr. Ian Harrison, Senior VP Business Development and Marketing, Fugro

Mr. Paul Helmore, Director of Human Capital (Sales), Schlumberger

Complex sales typically involve a large number of people, long-term contracts and implications, and high-dollar deals. The rules and methodologies for complex sales are very different than simple sales.

The Houston Strategy Forum is bringing together leaders of sales, marketing and business development from major corporations across industry sectors to discuss strategic issues regarding complex sales. What are the main drivers in a complex sales deal? What are the techniques and methodologies for developing a robust sales strategy? How do you align the sales process with the sales strategy? How do you measure progress in complex deals?

Mid-Market Growth - Strategic Symposium

Tuesday, February 24, 2015, Petroleum Club

Panel Speakers

Mr. Brian Groody, President & CEO, Spitzer Industries

Mr. Dilip Choudhuri, President & CEO, Walter P Moore

Mr. Chris Johnson, VP, CFO, Athlon Solutions LLC

How should a mid-market company grow consistently and predictably? What are the challenges that are unique to a mid-market company? Which strategies are the most potent and applicable to produce mid-market growth?

Houston Strategy Forum is inviting leaders of mid-market companies to discuss the challenges and strategies for growth. Come participate with your management team to learn, and to share your ideas.

The Houston Strategy Forum is bringing together Oil and Gas executives to discuss the strategic aspects of the industry, including how is the market place evolving and shifting, what are the challenges the industry is facing, and how is the industry repositioning itself for future changes. For this symposium our focus is exploration and production.

Our symposiums are unique. They do not involve speeches or PowerPoint presentations. They are open and down-to-earth discussions between the panel speakers, with heavy participation from the audience. Our format is relaxed, akin to a coffee-table style chat. We receive rave reviews about our format both from speakers and attendees. In addition, we remind our attendees to focus more on learning and less on business development. It creates a better environment for the exchange of ideas.

This year, the Houston Strategy Forum has invited not just the supply chain leaders but the internal customers of supply chain as well. We are hoping it leads to an incredibly insightful discussion about how supply chain is viewed internally, and how well is supply chain aligned with operations.

Our symposiums are unique. They do not involve speeches or PowerPoint presentations. They are open and down-to-earth discussions between the panel speakers, with heavy participation from the audience. Our format is relaxed, akin to a coffee-table style chat. We receive rave reviews about our format both from speakers and attendees. In addition, we request our attendees to focus more on learning and less on business development. It creates a better environment for the exchange of ideas.

Strategic-Members Round table

Friday, August 29, 2014, 11:30 to 1:30 PM, Petroleum Club

This event was exclusively for Strategic Members.

Handling External Stress and Internal Anxiety

Business profesionals face an extraordinary amount of stress due to the nature of their work. As the years go by, the persistent stress results in underlying anxiety. Executives with significant responsibities, who have had to deal with constant pressure for many years, often find themselves more susceptible to stress and anxiety.

This private discussion between Strategic Members is to compare notes on mechanisms to deal with stress and anxiety. How do you manage stress and anxiety, and ensure it does not affect your productivity and decision making capability?

Strategic and Competitive Advantage How are companies leveraging information technology to drive their business capabilities to the next level? What IT strategies are companies employing to outcompete in the marketplace?

Strategic Role How big a role is the CIO and the IT team playing in corporate strategy formulation and strategy execution? How is the CIO working with the CEO, CFO, and other CXOs to create greater value? How is the partnership model between IT and other departments evolving?

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Thursday, April 24, 2014 - 11:30 AM to 1:30 PM, Petroleum Club

Mr. Roderick A. Larson

Senior Vice President and Chief Operating Officer

Oceaneering International

Oceaneering is a global oilfield provider of engineered services and products primarily to the offshore oil and gas industry, with a focus on deepwater applications. Through the use of its applied technology expertise, Oceaneering also serves the defense, entertainment, and aerospace industries. Oceaneering's 2012 revenues exceeded $2.7 Billion and represented a 27% increase over 2011.

Discussion Topic:

"Building a Strategy-Focused Organization"

In many companies, strategy is often the best kept secret in the organization. No one knows what it is. All the teams work hard, however there is a lack of a clear and cohesive strategy to guide and tie all the activities together. Producing repeatable, consistent growth is an unduly huge challenge without a detailed strategic roadmap. Among other things, what is core and what is tactical must be clearly delineated in the roadmap.

Advance the thinking about the strategic aspects of the finance and accounting functions in corporations:

Is the strategic influence of CFOs increasing?

Are CFO's playing a leading role in strategy formulation and strategy execution?

How should the finance organization become an agent of change?

Which skills are the most necessary to advance in a finance/accounting career?

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Friday, March 7, 2014 - 11:30 AM to 1:30 PM, Petroleum Club

Mr. Badar Khan

President and CEO

Direct Energy

Direct Energy is the North American subsidiary of United Kingdom-based Centrica Energy, which reported earnings of $2.1 billion in 2012. Direct Energy has 3.5 million residential customers in North America, including about 740,000 in Texas. Direct Energy has 6,000 employees, including 900 at its headquarters at Greenway Plaza, Houston.

Discussion Topic:

"Strategizing for Rapid, Profitable Growth"

How do you set the goal, and develop a strategy for delivering rapid, profitable growth? How do you analyze the market potential and distinguish between core and non-core business aspects? How do you position the company and drive synergy among its product/business lines? Do you back multiple horses? Do you choose organic or inorganic growth? How do you cohesively align the organization, build the leadership team, cultivate the right culture, and manage internal expectations? How do you evaluate the organization's bandwidth and its change capacity? How do you judge if the path is right, or is it time to change?

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Thursday, January 23, 2014 - 11:30 AM to 1:30 PM, Petroleum Club

Mr. Gary G. Rich

President and CEO

Parker Drilling

Parker Drilling (NYSE:PKD) provides advanced drilling solutions to the energy industry. Parker's international fleet includes 25 land rigs and two barge rigs in strategic markets, and its U.S. fleet includes 13 barge rigs in the U.S. Gulf of Mexico. 2012 revenues exceeded $677 Million.

Discussion Topic:

"Executing in a Dynamic Environment"

Superior execution of an average strategy is far better than a poor execution of a brilliant strategy. Strategy is only an idea, just wishful thinking until it is executed. Execution is performance delivered.

What is the art and science of execution? How does a company ensure superior execution in a dynamic environment? What is the right pace for internal change, execution and performance? How do you determine how fast to push?

Which are the ideas that will transform the Oil and Gas industry in the next decade? What are the major steps needed that will allow the United States to become energy self-sufficient? How will developments in the Oil and Gas industry affect Houston's growth and fortunes?

The Houston Strategy Forum is bringing together some of the top executives in the Oil and Gas industry to discuss our energy future as part of a half-day symposium. The executives cut across the breadth of the industry from oil companies to product and service providers. Come with your management team to participate in this discussion.

STRATEGIC SUMMIT -KEYNOTE DISCUSSION

Thursday, September 26, 2013, Petroleum Club

Mr. Peter Shaper

Chairman and CEO, Greenwell Energy Solutions

Theme: "Corporate Culture - The Secret Sauce"

Prior to Greenwell, Mr. Shaper served as the CEO of CapRock Communications where he led its acquisition from McLeod in 2002 through to its sale to Harris Corporation in 2011. During his tenure CapRock grew from a primarily domestic player with $30 million in revenue to the leading global player in its market with over $600 million in revenue.

SUPPLY CHAIN SYMPOSIUM

Theme: "Supply Chain -- A Strategic Advantage"

Thursday, August 22, 2013 -- 12:00 Noon to 6:00 PM, Petroleum Club

Mr. Phil Teijeira, Global Head of Procurement, Schlumberger

Ms. Tracie Slone, Global Supply Chain Manager, Marathon Oil

Ms. Maria Lindenberg, Chief Procurement Officer, Chevron

Mr. Keith Clay, Director Supply Chain, Southwestern Energy

Mr. Mark McDaniel, President, McDaniel Cullen Supply Chain Mgmt.

Mr. Eric Beylier, Head of Global Supply Chain, TETRA Technologies

Mr. Mark Hood, Corporate Supply Chain, Apache Corp.

Mr. James Ferrell, VP, Supply Chain, Plains All American Pipeline

Mr. Alastair Donald, GM, Global Supply Chain, ConocoPhillips

What are the leading practices global supply chains are implementing in the areas of process, organizational design, tools, training, and hiring? How must CPOs position the supply chain to influence the organization and affect change?

Apache Corporation is an oil and gas exploration and production company with operations in the United States, Canada, Egypt, the United Kingdom North Sea, Australia and Argentina. With revenues exceeding $16 billion, Apache's market cap is greater than $30 billion.

Members Social

Thursday, May 2, 2013

5:00 to 7:00 PM

The Marque, City Center

Come build long-term, strategic relationships with fellow members

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Tuesday, April 23, 2013

Theme: "Building a Large, Successful Business"

The Challenging Journey from $30 million to $30 billion

Mr. Greg Armstrong

Chairman and CEO, Plains All American Pipeline

Success requires analysis, planning, execution, timing, and some luck but is not an accident, and rarely does it come in a linear progression. Growing a company over a 1,000 fold is a difficult journey with unexpected twists and turns. Consistent and rapid growth requires extreme levels of clarity, determination and dogged execution.

Come gains insights from Mr. Greg Armstrong and his experiences as he and his team developed the core fabric of Plains All American Pipeline. With a total enterprise value exceeding $30 Billion, Plains All America Pipeline is a Fortune 100 company and one of Houston's top five public companies. Come with your management team and gain insights to help accelerate your growth – perhaps over 1,000 fold.

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Thursday, March 21, 2013

"Portfolio Strategies - A Tool for Growth"

Mr. Timothy J. Probert

President, Strategy and Corporate Development, Halliburton

Halliburton serves the upstream oil and gas industry throughout the lifecycle of the reservoir – from locating hydrocarbons and managing geological data, to drilling and formation evaluation, well construction and completion, and optimizing production through the life of the field. Halliburton consists of two divisions: Drilling and Evaluation and Completion and Production. As of December 31, 2011, these two divisions accounted for approximately 25.0 billion dollars in Revenue.

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Thursday, February 28, 2013

"Business Model Discipline"

Mr. Michael C. Linn

Founder and Director, LINN Energy

Mr. Linn founded Linn Energy LLC in 2003 in Pittsburgh. Under his watch, Linn Energy became the first publicly traded E&P limited liability company in 2006. Today it has an enterprise value of approximately $14 billion.

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Thursday, January 31, 2013

"Reinventing Customer Engagement"

Mr. Erik Wiik

President, North America, Aker Solutions

Aker Solutions is one of the world’s leading providers of oilfield products, systems and services. The company's knowledge and technologies span from reservoir to production and through the life of a field. With over 25,000 people in more than 30 countries, Aker Solutions had aggregated annual revenues of approximately NOK 36.5 billion in 2011.

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Thursday, December 6, 2012

Topic: "Strategic and Organizational Alignment"

Dr. Marc Boom

President and CEO, Methodist Hospital System

The Methodist Hospital System is a nonprofit health care organization dedicated to excellence in research, education and patient care. U.S. News & World Report’s 2008 “America’s Best Hospitals” named Methodist among the country’s top hospitals in 12 of 16 specialties. Fortune Magazine has named Methodist one of the nation’s best places to work for the past four years. In 2009, Methodist ranked No. 8 on the list, making it Fortune’s highest-ranked health care organization in the country for the second year.

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Thursday, November 15, 2012

Topic: "Innovation and Productivity"

Mr. Merrill A. "Pete" Miller, Jr.

Chairman, President and CEO, National Oilwell Varco

Ranked among the top 200 companies on the Fortune 500 list, National Oilwell Varco posted revenues in excess of $12 Billion for 2010 and has a market capitalization of more than $32 Billion.

Strategic Members Round table

Thursday, November 1, 2012

Topic: "Strategic Planning for Next Year"

Strategic members will discuss lessons learned from 2012 and share how they plan to position themselves and their companies in 2013 to take advantage of new opportunities.

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Thursday, September 27, 2012

Topic: "Balancing Strategy and Execution in an Accelerating Energy Market"

For eight of the past 10 years, including 2011, MD Anderson has ranked No. 1 in cancer care in the “Best Hospitals” survey published by U.S. News & World Report.

MD Anderson employs more than 18,000 people, including more than 1,500 faculty. A volunteer work force of 1,100 contributes 200,000 hours of service annually. Together they work toward fulfilling MD Anderson’s mission of eliminating cancer as a major health threat.

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Thursday, May 31, 2012

Topic: "Dealing with Catastrophic Market Events."

Mr. John Rynd

President and CEO, Hercules Offshore

Hercules Offshore is a leading global provider of offshore contract drilling, liftboat and inland barge services. Hercules’ fleet of jackup rigs is the fourth largest in the world and the largest in the U.S. Gulf of Mexico.

INNOVATION SYMPOSIUM

Thursday, April 19, 2012

Topic: "Innovation in the White Space"

How do companies like ION Geophysical, Object Reservoir and Transform Software drive innovation? What areas do they focus on that the competition and the industry itself is not addressing? How do they design their organization structure, compensation schemes and team accountabilities? How do they deal with failure and risk?

This month we discuss innovation in the "white space." The gaps that exist and develop between teams in a company because each team has their approach and perspective. White space also exists in industries between the offerings of different companies. What lessons can we learn from companies that have created breakthroughs by combining seemingly unconnected ideas in their industry?

Mr. Robert P. Peebler

Executive Chairman, ION Geophysical

Robert P. Peebler serves as ION’s Executive Chairman. From 2003 through 2011, Mr. Peebler served as ION’s President and Chief Executive Officer and has been a member of ION’s Board of Directors since 1999. Mr. Peebler was Vice President of e-Business Strategy and Ventures for the Halliburton Company and spent 17 years with Schlumberger in various positions including head of U.S. wireline operations and executive in charge of strategic marketing.

Mr. Dan Piette

President and CEO, Object Reservoir

As a well respected and recognized business leader, Mr. Piette brings more than three decades of executive management experience from six start-up companies providing new technology to the Energy Industry. Over the last seven years he served as president and CEO of OpenSpirit Corporation, leading the company through 7 years of 20 percent annual growth and spearheading its acquisition by TIBCO Software Inc.

Mr. Murray Roth

President and Co-founder, Transform Software and Services

Murray Roth is President and co-founder of Transform Software and Services, Inc., the leading E&P technology company specializing in unconventional interpretation and reservoir analytics. Prior to launching Transform, Murray was Executive Vice President of both R&D and global marketing at Landmark Graphics.

Petrohawk Energy, one of Houston's biggest success stories, sold to BHP Billiton in July 2011 for $15.1 Billion. Founded in 2003, it grew rapidly over the next eight years. Its assets covered approximately 1,000,000 net acres in Texas and Louisiana, with 2011 net production of approximately one billion cubic feet equivalent per day. At year-end 2010, Petrohawk reported proved reserves of 3.4 trillion cubic feet of natural gas equivalent. Petrohawk reported gross assets of US$8.2 billion as at 31 March 2011.

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Thursday, February 9, 2012

Topic: "Organizing for Execution Excellence"

Mr. Gary LuquettePresident, Chevron North America Exploration and Production

Ranked #10 on the Global 500 list, Chevron reported 2010 revenues of just under $200 Billion. With over 60,000 employees, Chevron produces 2.763 million barrels of net oil-equivalent per day.

STRATEGIC SUMMIT - KEYNOTE DISCUSSION

Thursday, January 12, 2012

Topic: "Reengineering a Corporation"

Mr. Doug FosheeChairman, President and CEO, El Paso, Corp.

In a mega deal for the Natural Gas Industry, On October 16, 2011, El Paso sold to Kinder Morgan for $20.7 Billion. Please be sure to mark your calendar for this luncheon.

Thursday, December 15, 2011Topic: "The Challenges of Managing a Company"

Mr. Ed MunizFounder and Chief Executive Officer, MEI Technologies

Named the Ernst & Young Entrepreneur Of The Year® for 2010, Mr. Muniz founded MEI Technologies in 1992 and has grown it into one of Houston's largest Space industry engineering and technology consulting companies.

Partner, Newport Board Group and former Chief Administrative Officer and President, Air Liquide

Dr. Leanne Atwater

Chair of the Management Department, Bauer School of Business, University of Houston

Mr. Ron Farmer

CEO, US LED

As the world of business changes around us rapidly, business leaders have to evolve and lead in new ways. Our panel discussion will focus on leadership aspects such as servant leadership, leading the new generation of workers, connecting with the workers in personal ways, and leading in the Twitter/Facebook environment where rumors travel faster than news.

We have invited two leading women leaders, one a well known executive and another a widely respected academician.

The merger of Continental Airlines and United has created the largest airline in the world. Mr. Compton is responsible for overseeing the company’s domestic and international sales, corporate development and alliances, marketing, reservations, network pricing and revenue management, scheduling and distribution.

Dr. Klotman took over as CEO less than twelve months ago. He is leading an inspired charge to reinvent Baylor so it will thrive in the 21st century Healthcare model, and one which will transform Baylor into a global player.

Mr. Holthouse grew Paranet in six years to over $120 Million in revenues, 1400 employees, and sold it to Sprint. He now leads Prepared 4 Life, a non-profit. Its flagship program, LemonadeDay, has grown to 31 cities, serving over 300,000 youth per year, helping them learn business and entrepreneurial skills.